關於 apple pay career ，我們在網路上蒐集到這些相關的討論、資訊與評價

今天, 應該是最炫最酷的一家公司, Robinhood, 上市的一天. 它獲利了嗎? 我想沒有多少投資人會care. 最關心的, 應該是它的營收成長率, 還有股價.

在我們一直追逐科技成長股, 被他們的高營收成長率, 潛在的高報酬昏眩的時候, 會不會忘記他們醜得要命的財務報表?

而在今年, 大家追逐的這些趨勢股表現不佳的時候, 是不是也給了我們一些省思?

其實美股中, 還有很多財務報表漂亮, 但聽起來一點也不有趣(甚至很無聊)的公司, 但他們股價穩定, 長期下來, 也給了投資人很大的回報. 像之前介紹過的POOL, 過去幾年也是平均一年翻一倍的漲幅.

而在IPO中, 也有這類的好公司.

Carrier Global(CARR), 2020年4月上市的IPO, 算是工業類股, 漲了快5倍. 有在獲利. (開利冷氣應該有聽過?就是這家公司)

Academy Sports and Outdoors (ASO), 民生消費股, 也有獲利, 2020年10月上市的IPO, 目前也漲了3倍.

下面這篇文章挺好. 與大家分享. 就像文章作者所提的, 龜兔賽跑, 穩(漲)的烏龜, 不一定會輸.

也祝福大家找到&培養自己的能力圈, 穩穩獲利.

Jim Cramer: The Biggest Thing That Happened Thursday Was the Boring Stuff

No, it wasn't Robinhood or the mega-cap tech companies, it was names we depend on like Carrier Global.
By JIM CRAMER Jul 29, 2021 | 03:38 PM EDT

Stocks quotes in this article: HOOD, FB, PYPL, CARR, RTX, NUE, AGCO, ZM, ALGN, AAPL, EBAY, AMD, XLNX

One of the most glorious things I have seen involving the stock market in ages happened today.

Was it Vlad Tenev ringing the opening bell for his breakthrough, disruptive Robinhood (HOOD) , representing 22 million mostly young new investors? Was it the free-for-all decline in the stock of the "F" in FAANG, Facebook (FB) ? Or the clobbering that Paypal (PYPL) took after what looked to be a good quarter?

Nah. I was bumping into Dave Gitlin, CEO of Carrier Global (CARR) , and his charming daughter, a college student at the University of Wisconsin. They were calmly waiting for me to finish "Squawk on the Street" to say, "Hi," and I couldn't be more thrilled. Because unlike the much ballyhooed Robinhood deal, which seems like a bust, Carrier Global came public back in April 2020 at $12 and today, after tremendous earnings, not sales, but earnings, it made an all-time high at $53, after reporting a terrific number with tremendous HVAC sales, up 31%, and an earnings surprise of 55 cents vs. the 30 cents that Wall Street was expecting.

Carrier, which was spun off when United Technologies merged with Raytheon (RTX) had some tailwinds, like the need to have clean air inside, because of the pandemic and clear air outside because office buildings are responsible for 40% of carbon emissions. But the huge upside surprise and the gigantic buyback belonged to Dave and his team and I that's what I told his daughter. I made sure she knew how proud she should be about how this man made so much money for people. Twelve to 53 in 15 months time is the name of the game.

Look, I am not trying to take away from anything that Robinhood and its co-founder and CEO Vlad Tenev have created. Far from it. They have created billions for themselves and are now letting people participate in their great sales growth. You got a chance to pay a fortune per share and many Robinhoodies did, as tons of stock was allocated to the 22 million people who joined Robinhood, because of a bang up app that every young person seems to know.

I am simply saying that HVAC, yep heating, ventilation and air conditioning is one of the most boring businesses on earth and at times like today, with all of the hoopla of Robinhood it is easy to forget is how lots of money can be made being boring, and I like that. The most exciting thing that happened this year is Carrier helped provide refrigeration for vaccines. That's just fine with me.

Unlike Robinhood, Carrier hasn't brought anyone into the stock market. It's more laser-like focus on air conditioning once spun off from Raytheon means nothing to people. Just Wall Street gibberish. But you have probably walked by a Carrier machine thousands of times and never thought anything of it. Yet, you could have bought it for a song at six times earnings instead of 25 times sales.

The Carriers, with CEOs who pay themselves lavishly but perhaps not excessively, or the Nucor's (NUE) the steel company that's also well managed and sells at six times earnings, represent valuable properties, especially when the U.S. government is about to agree on a trillion dollar infrastructure bill and the country has more than 6% GDP. We don't know why they are re-opening trades or closing trades, delta-variant trades or building and bridge investments. Forgive me, though for comparing the company of Robinhood, with something that may stay special for a while vs. companies that get described as venerable, solid and built to last.

These companies are not rarities. You know people have to eat, right? You know that there would be famine without farming. So why not buy the stock of Agco (AGCO) , No. 2 farm equipment, which went from $40 to $130 in a year and a half without ever being expensive. Combines too boring? Again fine with me. Now that the masks are off -- or at least in some places, although Zoom (ZM) is still crushing it -- I, like many others, including my daughter, didn't like how her teeth looked even as, to me, they were perfect. Dentists tell you to get Align (ALGN) . I wanted them on "Mad Money" but the show was just too darned jammed. The stock's up the most in the S&P 500, with a product that, again, like the Purloined Letter, is right in front of you.

I love tech. Created the term FANG, added the "A" when it was clear that Apple (AAPL) had to take the acronymic stage between another "A" and an "N." I am proud that those who bet against me on Twitter, the legion, are betting against FAANG. I wrote obituaries for a goodly time in my career as a reporter but I never wrote as many as have been penned to talk about the group has already made the ultimate measure on behalf of shareholders.

Oh and it's not like I don't like tech or fin tech. I felt the slings and arrows of Facebook and PayPal today. Facebook's management once again lowered the boom on its future talking about real deceleration in growth. I thought it was too dire. PayPal's Dan Schulman talked about how the separation with its former partner, eBay (EBAY) gets done now and earnings will be hurt. This was one of the least revelatory surprises ever. I think both are practicing UPOD, Underpromising to Overdeliver, and, sure this time might be different, but it's sure been the way they have handled it in the past.

Far better to be in the straight out blow outs like Advance Micro (AMD) which had still one more banner day, this time because the company it is buying, the dowdy Xilinx (XLNX) , a sleepy semiconductor company, had tremendous earnings. The two together could be unassailable and even as AMD is now richly valued it is deservingly so.

I can't wait to hear Vlad Tenev's reflection on Robinhood's debut as a public company and about the novel offering that gave millions of shares to his clients. Vlad's not so much a rags to riches American story. He's a poor Bulgarian to insanely rich American because of his on ingenuity. That's a story with celebrating in itself.

I am simply pointing out that unlike Vlad, whom you would have had invested with when you weren't allowed or able to, Dave Gitlin sure didn't keep you out of the better bet, the stock of HVAC king Carrier.

You did.

【 一封 Co-founder & CEO Brian Chesky 的來信 (中英對照)】

早上晨讀時看到 Airbnb CEO Brian Chesky 宣布裁員 25% 的公開信。讀完覺得富有同理心並思考周到，很值得每位 CEO 參考。

其中一些對於離職員工的就業支持都很值得我們借鏡。雖然 Airbnb 有的資源比很多公司還多。但說不定有什麼是創業家們能參考的，為離職的夥伴多做一些。

為了讓更多人可以看到跟夥伴合作翻譯了一下，不通順的地方請見諒、歡迎在 google doc 提交修改建議。

Google Doc 中英對照版：https://docs.google.com/…/1ctHqdvPxi3USzT1sxzabkcJhFcWlfkg…/

原文：https://news.airbnb.com/a-message-from-co-founder-and-ceo-…/

--

今天稍早，Airbnb 聯合創辦人兼執行長 Brian Chesky 向 Airbnb 員工發送了以下訊息。

Earlier today, Airbnb Co-Founder and CEO Brian Chesky sent the following note to Airbnb employees.

這是我第七次在我家裡與各位發表談話。過去每次我們談話時，有好消息也有壞消息，然而今天我不得不分享一些非常令人難過的消息。

This is my seventh time talking to you from my house. Each time we’ve talked, I’ve shared good news and bad news, but today I have to share some very sad news.

當你們問我關於裁員的問題時，我曾說過沒有什麼不可能發生的事。今天，我必須坦承，我們正在縮減 Airbnb 的員工規模。對於像我們這樣一家以歸屬感為使命的公司來說，這是非常難以面對的，對於那些不得不離開 Airbnb 的人來說更是難上加難。我將盡可能詳細地分享我是如何做出這個決定的、我們正在為那些離開的人做什麼、以及接下來會有哪些事發生。

When you’ve asked me about layoffs, I’ve said that nothing is off the table. Today, I must confirm that we are reducing the size of the Airbnb workforce. For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb. I am going to share as many details as I can on how I arrived at this decision, what we are doing for those leaving, and what will happen next.

先從我們是如何作出這項決定的開始。我們正在共同經歷我們一生中最痛苦的危機，隨著危機的開始，全球旅行業都陷入停滯。Airbnb 的業務受到了重大的打擊，今年的收入預計不到 2019 年的一半。為了應對這場危機，我們籌措了 20 億美元的資金、大幅削減了成本，幾乎觸及了 Airbnb 的每一個角落。

Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb.

採取這些行動是必要的，但很顯然，當我們面對兩個嚴峻的事實時，我們必須更進一步：

1. 我們不知道旅遊什麼時候會復甦。
2. 當旅遊業復甦時，將有截然不同的樣貌。

While these actions were necessary, it became clear that we would have to go further when we faced two hard truths:

1. We don’t know exactly when travel will return.
2. When travel does return, it will look different.

雖然我們知道 Airbnb 的業務終將恢復，但它所承受的變化不會是臨時或是短暫的。於是，我們需要對 Airbnb 做出更多根本性的改變，縮減人力規模以專注在更核心的商業策略。每天都有人們共享自己的房子、並提供各式各樣的體驗。

While we know Airbnb’s business will fully recover, the changes it will undergo are not temporary or short-lived. Because of this, we need to make more fundamental changes to Airbnb by reducing the size of our workforce around a more focused business strategy.

在我們 7500 名 Airbnb 員工中，近 1900 名成員將不得不離開 Airbnb，佔我們公司的 25% 左右。由於我們不能像過去那樣顧及每項業務，透過人力的裁減，我們將會更聚焦於特定的業務上。

Out of our 7,500 Airbnb employees, nearly 1,900 teammates will have to leave Airbnb, comprising around 25% of our company. Since we cannot afford to do everything that we used to, these cuts had to be mapped to a more focused business.

▍更聚焦的業務

未來在這世界旅行將截然不同，我們需要相對應地讓 Airbnb 進化改變。人們會希望有更像家、更安全、更經濟實惠的選擇。人們也會渴望某種感覺被奪走的東西——人與人之間的連結。當我們創立 Airbnb 時，它是建立於歸屬感和連結之上。這場危機使我們更加專注於根本、最基礎的事物、讓我們回到 Airbnb 真正的特別之處——每天都有人們共享自己的房子、並提供各式各樣的體驗。

這意味著，我們將需要減少對不直接支持我們的房東社區核心活動的投資。我們暫停了在運輸部門和 Airbnb Studio 方面的努力，我們不得不縮減在飯店和 Lux 的投資。

這些決定和這些團隊成員的表現無關，也不意味著這些團隊的每個人都會離開我們。除此之外，所有 Airbnb 的團隊都將受到影響。許多團隊的規模將根據他們與 Airbnb 的發展方向的對應程度進行縮減。

▍A more focused business

Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences.

This means that we will need to reduce our investment in activities that do not directly support the core of our host community. We are pausing our efforts in Transportation and Airbnb Studios, and we have to scale back our investments in Hotels and Lux.

These decisions are not a reflection of the work from people on these teams, and it does not mean everyone on these teams will be leaving us. Additionally, teams across all of Airbnb will be impacted. Many teams will be reduced in size based on how well they map to where Airbnb is headed.

▍我們如何進行縮編

重要的是，我們要有一套明確的原則，以我們的核心價值觀為指導，指導我們如何減少我們的勞動力。這些是我們的指導原則：

• 將所有縮減過的業務範疇和我們將需要的人手一一對應。
• 為那些受到影響的人盡可能提供協助。
• 在過程中持續地保持團隊多樣性。
• 為那些受影響的人提供一對一的溝通。
• 等到所有細節都確定後再進行決策溝通 —— 僅部分訊息的透明會讓事情變得更糟。

我已經盡了最大的努力來堅持這些原則。

▍How we approached reductions

It was important that we had a clear set of principles, guided by our core values, for how we would approach reductions in our workforce. These were our guiding principles:

• Map all reductions to our future business strategy and the capabilities we will need.
• Do as much as we can for those who are impacted.
• Be unwavering in our commitment to diversity.
• Optimize for 1:1 communication for those impacted.
• Wait to communicate any decisions until all details are landed — transparency of only partial information can make matters worse.
I have done my best to stay true to these principles.

▍還原決策過程

決策過程開始於建構一個更聚焦業務戰略的成本結構。我們評估了每個團隊如何適應我們的新戰略，並確定了每個團隊未來的規模和形式。緊接著，我們對每個團隊成員進行了全面地檢視，並根據關鍵技能以及這些技能與我們未來業務需求的匹配程度做出了決策。

結果是，我們將不得不與我們所熱愛和珍視的隊友們分道揚鑣。有很優秀的夥伴離開了 Airbnb，其他公司有他們的加入著實幸運。

為了照顧那些即將離開的員工，我們一一檢視了遣散、股權、醫療保健和就業支持，並盡最大努力以同理並周詳的方式對待每個人。

▍Process for making reductions

Our process started with creating a more focused business strategy built on a sustainable cost model. We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward. We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs.

The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them. To take care of those that are leaving, we have looked across severance, equity, healthcare, and job support and done our best to treat everyone in a compassionate and thoughtful way.

▍資遣費

Airbnb 在美國的員工將獲得 14 周的基礎工資，每滿一年額外增加一周。任期將四捨五入到最近的一年。例如，如果有人在 Airbnb 工作了 3 年 7 個月，他們將獲得額外 4 周的工資，或 18 周的總工資。在美國以外，所有員工都將獲得至少 14 周的工資，外加與其所在國家的具體做法一致的任期加薪。

▍Severance

Employees in the US will receive 14 weeks of base pay, plus one additional week for every year at Airbnb. Tenure will be rounded to the nearest year. For example, if someone has been at Airbnb for 3 years and 7 months, they will get an additional 4 weeks of salary, or 18 weeks of total pay. Outside the US, all employees will receive at least 14 weeks of pay, plus tenure increases consistent with their country-specific practices.

▍股權

我們將為過去一年內聘用的所有員工移除需待滿第一年的股權到期限制，這樣所有離職的員工，無論他們在公司工作了多長時間，都可以是 Airbnb 的股東。此外，所有離開的人都有資格以 5月25日作為行權日。

▍Equity

We are dropping the one-year cliff on equity for everyone we’ve hired in the past year so that everyone departing, regardless of how long they have been here, is a shareholder. Additionally, everyone leaving is eligible for the May 25 vesting date.

▍健康保險

在一場持續時間未知的全球健康危機中，我們希望限制醫療成本總負擔。在美國，我們將通過COBRA 覆蓋 12 個月的健康保險。在所有其他國家，我們將支付到 2020 年底的醫療保險費用。這是因為我們如非是在法律上不能繼續承保，就是我們目前的計劃將不允許延長。我們額外將透過 KonTerra 提供四個月的心理健康支持。

▍Healthcare

In the midst of a global health crisis of unknown duration, we want to limit the burden of healthcare costs. In the US, we will cover 12 months of health insurance through COBRA. In all other countries, we will cover health insurance costs through the end of 2020. This is because we’re either legally unable to continue coverage, or our current plans will not allow for an extension. We will also provide four months of mental health support through KonTerra.

▍就業支持

我們的目標是幫助離開 Airbnb 的隊友找到新的工作機會。以下是我們可以提供幫助的五種方式：

• 校友人才目錄 —— 我們將推出一個面向公眾的網站，幫助即將離職的隊友找到新工作。即將離職的員工可以選擇將個人資料、簡歷和工作樣本提供給潛在的雇主。
• 校友安置團隊 —— 在 2020 年的剩餘時間裡，Airbnb 招聘的很大一部分將成為校友安置團隊。留在 Airbnb 的招聘人員將為離職員工提供支持，幫助他們找到下一份工作。
• RiseSmart —— 我們通過 RiseSmart 公司提供四個月的職業服務，該公司專門提供職業轉換和就業安置服務。
• 員工提供校友支持 —— 我們鼓勵所有留下的員工選擇加入一個計劃，以幫助離職的隊友找到他們的下一個職位。
• 筆記型電腦 —— 電腦是找到新工作的重要工具，所以我們允許所有離職的人保留他們的蘋果筆電。

▍Job support

Our goal is to connect our teammates leaving Airbnb with new job opportunities. Here are five ways we can help:

• Alumni Talent Directory — We will be launching a public-facing website to help teammates leaving find new jobs. Departing employees can opt-in to have profiles, resumes, and work samples accessible to potential employers.
• Alumni Placement Team — For the remainder of 2020, a significant portion of Airbnb Recruiting will become an Alumni Placement Team. Recruiters that are staying with Airbnb will provide support to departing employees to help them find their next job.
• RiseSmart — We are offering four months of career services through RiseSmart, a company that specializes in career transition and job placement services.
• Employee Offered Alumni Support
We are encouraging all remaining employees to opt-in to a program to assist departing teammates find their next role.
• Laptops - A computer is an important tool to find new work, so we are allowing everyone leaving to keep their Apple laptops.

▍接下來會發生什麼呢？

我想盡快讓你們所有人知曉狀況。我們在 24 個國家/地區擁有員工，根據當地法律和慣例，提供清晰說明所需的時間各不相同。一些國家要求以非常具體的方式收到解僱通知。雖然我們的流程可能因國家而異，但我們在為每一位員工制定計劃時都力求做到深思熟慮。

在美國和加拿大，我可以提供直接的信息。在接下來的幾個小時內，即將離開 Airbnb 的人將收到一份日曆邀請函，邀請你們與本部門的一位高層領導參加離職會議。對我們來說，重要的是，在法律允許的範圍內，人們可以通過 1:1 的個人對話獲得信息。美國和加拿大離職員工的最後一個工作日將是 5月11日（星期一）。我們認為，週一將給人們時間開始採取下一步行動，並且有機會道別——我們理解並尊重這一點有多麼重要。

一些留下來的員工將賦予新的職位，並將收到主題為「新職位」的會議邀請，以瞭解更多相關信息。對於那些在美國和加拿大的 Airbnb 團隊成員，你將不會收到日曆邀請。

▍Here is what will happen next

I want to provide clarity to all of you as soon as possible. We have employees in 24 countries, and the time it will take to provide clarity will vary based on local laws and practices. Some countries require notifications about employment to be received in a very specific way. While our process may differ by country, we have tried to be thoughtful in planning for every employee. In the US and Canada, I can provide immediate clarity. Within the next few hours, those of you leaving Airbnb will receive a calendar invite to a departure meeting with a senior leader in your department.

It was important to us that wherever we legally could, people were informed in a personal, 1:1 conversation. The final working day for departing employees based in the US and Canada will be Monday, May 11. We felt Monday would give people time to begin taking next steps and say goodbye — we understand and respect how important this is.

Some employees who are staying will have a new role, and will receive a meeting invite with the subject “New Role” to learn more about it. For those of you in the US and Canada who are staying on the Airbnb team, you will not receive a calendar invite.

太平洋時間下午6點，我將為我們的亞太團隊主持一個 world@ 全球會議。太平洋時間上午12點，我將為我們的歐洲和中東團隊主持一個 world@ 全球會議。在每次會議之後，我們將根據當地的做法在每個國家開展下一步工作。

出於對我們受到影響的隊友的尊重，我已經要求所有
Airbnb 的負責人等到本週末再召集他們的團隊。我想給大家接下來的幾天時間來處理這個問題，我將在太平洋時間本週四下午 4 點再次主持一場 CEO 問答。

At 6pm pacific time, I will host a world@ meeting for our Asia-Pacific teams. At 12am pacific time, I will host a world@ meeting for our Europe and Middle East teams. Following each of these meetings, we’ll proceed with next steps in each country based on local practices.

I’ve asked all Airbnb leaders to wait to bring their teams together until the end of this week out of respect to our teammates being impacted. I want to give everyone the next few days to process this, and I’ll host a CEO Q&A again this Thursday at 4pm pacific time.

▍一些最後的話

正如我在過去八周所瞭解到的，危機讓你清楚什麼才是真正重要的。雖然我們經歷了一場旋風，但有些事情對我來說比以往任何時候都清楚。

首先，我要感謝 Airbnb 的每一個人。在這段痛苦的經歷中，你們所有人都激勵了我。即使在最糟糕的情況下，我也看到了我們最好的一面。世界現在比以往任何時候都更需要人與人之間的聯繫，我知道 Airbnb 會在這種時空背景下崛起。我相信這一點，正因為我相信你們。

第二，我對各位有一種深深的愛。我們的任務不僅僅是旅行。當我們創建 Airbnb 時，我們最初的口號是「像個人一般旅行」，人的部分總是比旅行的部分更重要。我們所關心的是歸屬感，而歸屬感的核心是愛。

▍Some final words

As I have learned these past eight weeks, a crisis brings you clarity about what is truly important. Though we have been through a whirlwind, some things are more clear to me than ever before.

First, I am thankful for everyone here at Airbnb. Throughout this harrowing experience, I have been inspired by all of you. Even in the worst of circumstances, I’ve seen the very best of us. The world needs human connection now more than ever, and I know that Airbnb will rise to the occasion. I believe this because I believe in you.

Second, I have a deep feeling of love for all of you. Our mission is not merely about travel. When we started Airbnb, our original tagline was, “Travel like a human.” The human part was always more important than the travel part. What we are about is belonging, and at the center of belonging is love.

對於留下來的你們，
我們向那些即將離開的人致敬的最重要方式之一，是讓他們知道他們的貢獻是重要的，他們將永遠是 Airbnb 故事中的一部分。我相信，他們的貢獻將繼續下去，就像我們的使命將持續不斷一般。

對於那些離開 Airbnb 的人，
我真的很抱歉。請知道這不是你的錯。世界永遠不會停止渴望你們帶給 Airbnb 的品質和才華……正是你們成就了 Airbnb。我衷心感謝你們與我們分享你們的天賦。

布萊恩

To those of you staying, One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on.

To those leaving Airbnb, I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us.

Brian

【 一封 Co-founder & CEO Brian Checksy 的來信 (中英對照)】
中英對照：https://docs.google.com/document/d/1ctHqdvPxi3USzT1sxzabkcJhFcWlfkga5WMJUTviu0A/

原文：https://news.airbnb.com/a-message-from-co-founder-and-ceo-brian-chesky/
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今天稍早，Airbnb 聯合創辦人兼執行長 Brian Chesky 向 Airbnb 員工發送了以下訊息。
Earlier today, Airbnb Co-Founder and CEO Brian Chesky sent the following note to Airbnb employees.
這是我第七次在我家裡與各位發表談話。過去每次我們談話時，有好消息也有壞消息，然而今天我不得不分享一些非常令人難過的消息。
This is my seventh time talking to you from my house. Each time we’ve talked, I’ve shared good news and bad news, but today I have to share some very sad news.
當你們問我關於裁員的問題時，我曾說過沒有什麼不可能發生的事。今天，我必須坦承，我們正在縮減 Airbnb 的員工規模。對於像我們這樣一家以歸屬感為使命的公司來說，這是非常難以面對的，對於那些不得不離開Airbnb的人來說更是難上加難。我將盡可能詳細地分享我是如何做出這個決定的、我們正在為那些離開的人做什麼、以及接下來會有哪些事發生。
When you’ve asked me about layoffs, I’ve said that nothing is off the table. Today, I must confirm that we are reducing the size of the Airbnb workforce. For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb. I am going to share as many details as I can on how I arrived at this decision, what we are doing for those leaving, and what will happen next.
先從我們是如何作出這項決定的開始。我們正在共同經歷我們一生中最痛苦的危機，隨著危機的開始，全球旅行業都陷入停滯。Airbnb 的業務受到了重大的打擊，今年的收入預計不到 2019 年的一半。為了應對這場危機，我們籌措了 20 億美元的資金、大幅削減了成本，幾乎觸及了Airbnb的每一個角落。
Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb.
採取這些行動是必要的，但很顯然，當我們面對兩個嚴峻的事實時，我們必須更進一步：
我們不知道旅遊什麼時候會復甦。
當旅遊業復甦時，將有截然不同的樣貌。
While these actions were necessary, it became clear that we would have to go further when we faced two hard truths:
We don’t know exactly when travel will return.
When travel does return, it will look different.
雖然我們知道 Airbnb 的業務終將恢復，但它所承受的變化不會是臨時或是短暫的。於是，我們需要對 Airbnb 做出更多根本性的改變，圍繞更專注的商業策略，去減少我們的員工規模。
While we know Airbnb’s business will fully recover, the changes it will undergo are not temporary or short-lived. Because of this, we need to make more fundamental changes to Airbnb by reducing the size of our workforce around a more focused business strategy.
在我們 7500 名 Airbnb 員工中，近 1900 名成員將不得不離開Airbnb，佔我們公司的 25% 左右。由於我們不能像過去那樣顧及每項業務，這些削減必須與更聚焦的業務掛鈎。
Out of our 7,500 Airbnb employees, nearly 1,900 teammates will have to leave Airbnb, comprising around 25% of our company. Since we cannot afford to do everything that we used to, these cuts had to be mapped to a more focused business.
▍更聚焦的業務
未來在這世界旅行將截然不同，我們需要相對應地讓 Airbnb 進化改變。人們會希望有更像家、更安全、更經濟實惠的選擇。人們也會渴望某種感覺被奪走的東西——人與人之間的連結。當我們創立 Airbnb 時，它是建立於歸屬感和連結之上。這場危機使我們更加專注於根本、最基礎的事物、讓我們回到 Airbnb 真正的特別之處——每天都有人打理自己的房子，並提供各式各樣體驗。
這意味著，我們將需要減少對不直接支持我們的房東社區核心的活動的投資。我們暫停了在通行和 Airbnb Studio 方面的努力，我們不得不縮減在飯店和 Lux 的投資。
這些決定並不是反應這些團隊成員工作表現好壞，也不意味著這些團隊的每個人都會離開我們。除此之外，所有Airbnb的團隊都將受到影響。許多團隊的規模將根據他們與Airbnb的發展方向的對應程度進行縮減。
▍A more focused business
Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences.
This means that we will need to reduce our investment in activities that do not directly support the core of our host community. We are pausing our efforts in Transportation and Airbnb Studios, and we have to scale back our investments in Hotels and Lux.
These decisions are not a reflection of the work from people on these teams, and it does not mean everyone on these teams will be leaving us. Additionally, teams across all of Airbnb will be impacted. Many teams will be reduced in size based on how well they map to where Airbnb is headed.
▍我們如何進行縮編
重要的是，我們要有一套明確的原則，以我們的核心價值觀為指導，指導我們如何減少我們的勞動力。這些是我們的指導原則:
• 將所有縮減過的業務範疇和我們將需要的人手一一對應。
• 為那些受到影響的人盡可能提供協助。
• 在過程中持續地保持團隊多樣性。
• 為那些受影響的人提供 1:1。
• 等到所有細節都確定後再進行決策溝通——僅部分訊息的透明會讓事情變得更糟。
我已經盡了最大的努力來堅持這些原則。
▍How we approached reductions
It was important that we had a clear set of principles, guided by our core values, for how we would approach reductions in our workforce. These were our guiding principles:
• Map all reductions to our future business strategy and the capabilities we will need.
• Do as much as we can for those who are impacted.
• Be unwavering in our commitment to diversity.
• Optimize for 1:1 communication for those impacted.
• Wait to communicate any decisions until all details are landed — transparency of only partial information can make matters worse.
I have done my best to stay true to these principles.
▍還原決策過程
決策過程開始於建構一個更聚焦業務戰略的成本結構。我們評估了每個團隊如何適應我們的新戰略，並確定了每個團隊未來的規模和形式。然後，我們對每個團隊成員進行了全面地檢視，並根據關鍵技能以及這些技能與我們未來業務需求的匹配程度做出了決策。
結果是，我們將不得不與我們所熱愛和珍視的隊友們分道揚鑣。有很優秀的夥伴離開了Airbnb，其他公司有他們的加入著實幸運。
為了照顧那些即將離開的員工，我們一一檢視了遣散、股權、醫療保健和就業支持，並盡最大努力以同理並周詳的方式對待每個人。
▍Process for making reductions
Our process started with creating a more focused business strategy built on a sustainable cost model. We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward. We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs.
The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them. To take care of those that are leaving, we have looked across severance, equity, healthcare, and job support and done our best to treat everyone in a compassionate and thoughtful way.
▍資遣費
Airbnb 在美國的員工將獲得 14 周的基本工資，每滿一年額外增加一周。任期將四捨五入到最近的一年。例如，如果有人在Airbnb工作了 3 年 7 個月，他們將獲得額外 4 周的工資，或 18 周的總工資。在美國以外，所有員工都將獲得至少 14 周的工資，外加與其所在國家的具體做法一致的任期加薪。
▍Severance
Employees in the US will receive 14 weeks of base pay, plus one additional week for every year at Airbnb. Tenure will be rounded to the nearest year. For example, if someone has been at Airbnb for 3 years and 7 months, they will get an additional 4 weeks of salary, or 18 weeks of total pay. Outside the US, all employees will receive at least 14 weeks of pay, plus tenure increases consistent with their country-specific practices.
▍股權
我們將為過去一年內聘用的所有員工提供一整年的股權到期，這樣所有離職的員工，無論他們在公司工作了多長時間，都可以是 Airbnb 的股東。此外，所有離開的人都有資格以 5月25日作為行權日。
▍Equity
We are dropping the one-year cliff on equity for everyone we’ve hired in the past year so that everyone departing, regardless of how long they have been here, is a shareholder. Additionally, everyone leaving is eligible for the May 25 vesting date.
▍健康保險
在一場持續時間未知的全球健康危機中，我們希望限制醫療成本總負擔。在美國，我們將通過COBRA 覆蓋12個月的健康保險。在所有其他國家，我們將支付到2020年底的醫療保險費用。這是因為我們如非是在在法律上不能繼續承保，就是我們目前的計劃將不允許延長。我們額外將通過 KonTerra 提供四個月的心理健康支持。
▍Healthcare
In the midst of a global health crisis of unknown duration, we want to limit the burden of healthcare costs. In the US, we will cover 12 months of health insurance through COBRA. In all other countries, we will cover health insurance costs through the end of 2020. This is because we’re either legally unable to continue coverage, or our current plans will not allow for an extension. We will also provide four months of mental health support through KonTerra.
▍就業支持
我們的目標是幫助離開Airbnb的隊友找到新的工作機會。以下是我們可以提供幫助的五種方式:
• 校友人才目錄——我們將推出一個面向公眾的網站，幫助即將離職的隊友找到新工作。即將離職的員工可以選擇將個人資料、簡歷和工作樣本提供給潛在的雇主。
• 校友安置團隊——在 2020 年的剩餘時間里，Airbnb招聘的很大一部分將成為校友安置團隊。留在Airbnb的招聘人員將為離職員工提供支持，幫助他們找到下一份工作。
• RiseSmart——我們通過 RiseSmart 公司提供四個月的職業服務，該公司專門提供職業轉換和就業安置服務。
• 員工提供校友支持-我們鼓勵所有留下的員工選擇加入一個計劃，以幫助離職的隊友找到他們的下一個職位。
• 筆記本電腦——電腦是找到新工作的重要工具，所以我們允許所有離職的人保留他們的蘋果筆電。
▍Job support
Our goal is to connect our teammates leaving Airbnb with new job opportunities. Here are five ways we can help:
Alumni Talent Directory — We will be launching a public-facing website to help teammates leaving find new jobs. Departing employees can opt-in to have profiles, resumes, and work samples accessible to potential employers.
Alumni Placement Team — For the remainder of 2020, a significant portion of Airbnb Recruiting will become an Alumni Placement Team. Recruiters that are staying with Airbnb will provide support to departing employees to help them find their next job.
RiseSmart — We are offering four months of career services through RiseSmart, a company that specializes in career transition and job placement services. Employee Offered Alumni Support
We are encouraging all remaining employees to opt-in to a program to assist departing teammates find their next role. Laptops
A computer is an important tool to find new work, so we are allowing everyone leaving to keep their Apple laptops.
▍接下來會發生什麼呢？
我想盡快讓你們所有人知曉狀況。我們在 24 個國家/地區擁有員工，根據當地法律和慣例，提供清晰說明所需的時間各不相同。一些國家要求以非常具體的方式收到解僱通知。雖然我們的流程可能因國家而異，但我們在為每一位員工制定計劃時都力求做到深思熟慮。
在美國和加拿大，我可以提供直接的信息。在接下來的幾個小時內，即將離開Airbnb的人將收到一份日曆邀請函，邀請你們與本部門的一位高層領導參加離職會議。對我們來說，重要的是，在法律允許的範圍內，人們可以通過 1:1 的個人對話獲得信息。美國和加拿大離職員工的最後一個工作日將是 5月11日（星期一）。我們認為，週一將給人們時間開始採取下一步行動，並且有機會道別——我們理解並尊重這一點有多麼重要。
一些留下來的員工將賦予新的職位，並將收到主題為"新職位"的會議邀請，以瞭解更多相關信息。對於那些在美國和加拿大的 Airbnb 團隊成員，你將不會收到日曆邀請。
▍Here is what will happen next
I want to provide clarity to all of you as soon as possible. We have employees in 24 countries, and the time it will take to provide clarity will vary based on local laws and practices. Some countries require notifications about employment to be received in a very specific way. While our process may differ by country, we have tried to be thoughtful in planning for every employee. In the US and Canada, I can provide immediate clarity. Within the next few hours, those of you leaving Airbnb will receive a calendar invite to a departure meeting with a senior leader in your department.
It was important to us that wherever we legally could, people were informed in a personal, 1:1 conversation. The final working day for departing employees based in the US and Canada will be Monday, May 11. We felt Monday would give people time to begin taking next steps and say goodbye — we understand and respect how important this is.
Some employees who are staying will have a new role, and will receive a meeting invite with the subject “New Role” to learn more about it. For those of you in the US and Canada who are staying on the Airbnb team, you will not receive a calendar invite.
太平洋時間下午6點，我將為我們的亞太團隊主持一個 World@ 全球會議。太平洋時間上午12點，我將為我們的歐洲和中東團隊主持一個 World@ 全球會議。在每次會議之後，我們將根據當地的做法在每個國家開展下一步工作。
出於對我們受到影響的隊友的尊重，我已經要求所有Airbnb的負責人等到本週末再召集他們的團隊。我想給大家接下來的幾天時間來處理這個問題，我將在太平洋時間本週四下午4點再次主持一場 CEO 問答。
At 6pm pacific time, I will host a world@ meeting for our Asia-Pacific teams. At 12am pacific time, I will host a world@ meeting for our Europe and Middle East teams. Following each of these meetings, we’ll proceed with next steps in each country based on local practices.
I’ve asked all Airbnb leaders to wait to bring their teams together until the end of this week out of respect to our teammates being impacted. I want to give everyone the next few days to process this, and I’ll host a CEO Q&A again this Thursday at 4pm pacific time.
▍一些最後的話
正如我在過去八周所瞭解到的，危機讓你清楚什麼才是真正重要的。雖然我們經歷了一場旋風，但有些事情對我來說比以往任何時候都清楚。
首先，我要感謝Airbnb的每一個人。在這段痛苦的經歷中，你們所有人都激勵了我。即使在最糟糕的情況下，我也看到了我們最好的一面。世界現在比以往任何時候都更需要人與人之間的聯繫，我知道Airbnb會在這種時空邊下崛起。我相信這一點，正因為我相信你們。
第二，我對各位有一種深深的愛。我們的任務不僅僅是旅行。當我們創建Airbnb時，我們最初的口號是"像個人一般旅行"，人的部分總是比旅行的部分更重要。我們所關心的是歸屬感，而歸屬感的核心是愛。
▍Some final words
As I have learned these past eight weeks, a crisis brings you clarity about what is truly important. Though we have been through a whirlwind, some things are more clear to me than ever before.
First, I am thankful for everyone here at Airbnb. Throughout this harrowing experience, I have been inspired by all of you. Even in the worst of circumstances, I’ve seen the very best of us. The world needs human connection now more than ever, and I know that Airbnb will rise to the occasion. I believe this because I believe in you.
Second, I have a deep feeling of love for all of you. Our mission is not merely about travel. When we started Airbnb, our original tagline was, “Travel like a human.” The human part was always more important than the travel part. What we are about is belonging, and at the center of belonging is love.
對你們留下來的人，我們向那些即將離開的人致敬的最重要方式之一，是讓他們知道他們的貢獻是重要的，他們將永遠是Airbnb故事中的一部分。我相信，他們的貢獻將繼續下去，就像我們的使命將持續不斷一般。
對於那些離開Airbnb的人，我真的很抱歉。請知道這不是你的錯。世界永遠不會停止渴望你們帶給Airbnb的品質和才華……正是你們成就了Airbnb。我衷心感謝你們與我們分享你們的天賦。
布萊恩
To those of you staying, One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on.
To those leaving Airbnb, I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us.
Brian

ROOFTOPMOB -【Numb / Skit 1】(Official Audio)
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ROOFTOPMOB首張團體完整專輯【REEF】Officially Out Now !!
Available on iTunes, Apple Music : https://music.apple.com/tw/album/reef/1544228717?l=en
Listen on Spotify : https://open.spotify.com/track/1CNgzYfk2fmdLjInarCc2T
KKBOX : https://kkbox.fm/dshT2t?utm_source=share&utm_medium=song&utm_campaign=RooftopMob+-+NUMB
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Presented by ｜ ROOFTOPMOB
Artist ｜ Aminato / Zac Rao / LICKONE / Zashō / Lil $tummy
Beat Arranger ｜ Zac Rao / Aminato
Composer & Lyricist ｜ Aminato / Zac Rao / LICKONE / Zashō
Producer ｜ Aminato / Zac Rao / LICKONE / Zashō / Lil $tummy
Recording x Mixing ｜ Zac Rao
Mastering ｜ Zac Rao
Mastering Studio ｜ 金剛門大樹林工作室
Photographer ｜ Kenalwayscan
Album Art Designer ｜ LICKONE
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[ROOFTOPMOB]
Instagram : https://www.instagram.com/rooftopmob_official/
Soundcloud : https://soundcloud.com/rooftopmob
StreetVoice : https://streetvoice.com/Rooftopmob/
[Follow Members]
Aminato : https://www.instagram.com/rooftopmob_aka_aminato/
Zac Rao : https://www.instagram.com/rooftopmob_zac_rao/
LICKONE : https://www.instagram.com/rooftopmob_lickone/
Zashō : https://www.instagram.com/rooftopmob_zasho/
Lil $tummy : https://www.instagram.com/rooftopmob_lilstummy/
Ken : https://www.instagram.com/kenalwayscan/
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Copyrights 2020 ⓒ ROOFTOPMOB. All Rights Reserved
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Lyrics:
[Verse 1: Aminato]
Sing about da
『Ready or not ？ Here I come.』
for the real talk
把麥克風 抓在手上
抵著我的口
1、2、1、2
唱出 喉嚨中火燙的炎漿
再往地心 灌入
躲在暗處的戰士
拋著頭爐 從無到有的韻腳
我籌足 夠能量讓它奔跑
出的flow 讓城市神魂顛倒
浸濕了我的soul 描寫誰的城府還有不同面貌
讓我對你介紹
聽懂看懂90s vibe
我寫著台灣 加上一點big NY
從紐約到LA 幻想中的世界
回到台北的現實 緊張的像 天塌
Ah shit
圈子夠小了仍然偏差
眾多的刺客
將屬於我的道路踐踏
So we the Mob
would be the killa killa
Ready or not
Man I 'm for rilla rilla

[Verse 2: ZacRao]
要記得 誰記得 是killa 還是rilla
磨利了 變利的 劍又一而 再的再而三的repeat
你聽懂我的比喻 拿出空白的筆記 充滿荒唐的過去還有吃太多米粒
學著知足 懂的吃苦 但似乎 當作都沒發生過不是每個人的事務
忘掉了現實懷念過往 會選擇逃避而用肉擋 通常結果不是魚死 就是破網
受過傷 不代表視野就不敢再擴張 出點差錯 就好像要你命
一路學習與模仿自己崇拜的好榜樣再空出時間打工還希望能離家裡近

[Hook: Aminato]
Used to get numb
Now is the time to wake up
Feeling alright
Now is the time to pay up

[Verse 3: LICKONE]
I’m gonna put dynamite inside my deepest mind
You ain’t dare to block on my path
I bet that you are blind
I’m a warden you’re a prisoner
What you gonna proof
I'm a demon slayer,and you better make some room
Smoke some cigarette to buy some time wonder if I’m wasting time
Time pass is a mirage but
You're still alive
I’ll put you as a target
Enemy state of mine
People that I slaughter
I feeling like immortalize
Fear is a mind killer
Imma rhyme killer
Hit the button for reset
Then I’m the God Eater
Uh
Destiny awaits, what else still remains
Future shimmy shine bright
Like I’m the top of the chains

[Hook: Aminato]
Used to get numb
now is the time to wake up
Feeling alright
Now is the time to pay up

[Verse 4: Zashō]
Let it burn baby let it burn
備上的貨 還有份 都還有剩
到 our turn
那該要爭 的
就頑強用字與歌 亮警 示燈
謹慎的 writing like Henrik Ibsen, uh
氣凌人 道破時代所造的神
怎麼繼續呢不必當個 fictional character
在這段瀝血的script 裡
不談僅此 一場的戲 it’s all about the team roof
About the career 能對得起藝術
They blowing hot air 把生活給虛度
That’s not my option 只在意能否完整傾述
讓意承載音符 帶你心不再迷路 nah

[Hook: Aminato]
Used to get numb
now is the time to wake up
Feeling alright
Now is the time to pay up

[Skit 1 : $tummy's murmuring]